A STUDY OF ORGANISATIONAL CULTURE IN RELATION TO

MANAGERIAL EFFECTIVENESS, LEADERSHIP BEHAVIOUR

AND WORK MOTIVATION
(A Case Study of BHEL, Hardwar)

INTRODUCTION
In the proposed study of the researcher, an effect is made to
investigate

the

organizational

culture

in

relation

to

managerial

effectiveness, leadership behaviour and work motivation among middle &

lower managerial cadre employees. The orgainsational culture is very
important to a firms success for several reasons. The organizational and
managerial practices such as communication, leadership, team work,
motivational activities among the various groups within the organisation
would go a long way in developing positive attitudes and for positive
influence on productivity also.

ORGANISATIONAL CULTURE
The term culture means the way things are done around here or
the personality of the organisation. Culture determines the identity of a
human group in the same way as personality determines the identity of an
individual. A high performance culture in an organisation may be brought
through an interaction of the characteristics of the organisation with those
of individuals and groups within the organisation. In the proposed
research, the primary characteristics of the organisational culture like
identity of members and their integration, reward criteria, people focus etc,

and its topologies

like- academy, club, baseball team etc, creates

distinction between one organisation and others are also describes.

MANAGERIAL EFFECTIVENESS
For the higher growth and prosperity of an organisation, it is must for
the organisation or the boss to have an efficient manager, who is able to
sort out such problem with ease. A manager has an authority to plan,
organise, integrate, motivate, evaluate, control and so on, for the
performance of his people on the one hand and that of the organistion on
the other hand.
Managerial effectiveness varies widely from organisation to
organisation and from job to job and hence the scope of this is not limited.
Due to this BHEL, Hardwar also sends their executives to different
management institutions like MDI, Gurgoan and so on.

LEADERSHIP BEHAVIOUR
The main essence of management is to get the work done by the
people by directing them in the right perspective. Leadership is the quality
of the behaviour of individuals whereby they guide people and their
activities

in

organised

efforts.

Autocratic,

participative,

free-rein

leadership/leaders depends upon the types of followers and the

organisational atmosphere. Without leadership, an organisation is simply a
mass of man, machines and material. For understanding the leaders and
their qualities various theories such as Trait theory, Behavioural theory,
Situational theory are described by various authors time to time.

WORK MOTIVATION
The word motivation has been derived from the word motive which
means any idea, need that prompts a man into action. Motivation inspires
the employees of an enterprise to do more and better work. It develops the
feeling of co-operation among employees and proper utilisation of
resources in the organisation. The financial motivation provides the
monetary facilities such as wage, salary, bonus etc to the employees in
one hand and the job enrichment, praise, oppournity for growth provided
by non-financial motivation on the other hand. For motivating the
employees various theories are also propounded by various authors such
as Maslow need hierarchy theory, Herzberg theory, ERG model, Vrooms
expectancy theory, Mc Gregor theory etc, for achieving the organisational
goals. For investigating the effect of organizational culture on managerial
effectiveness, leadership behaviour and work motivation among middle
and lower managerial cadre employees, BHARAT HEAVY ELECTRICALS
LIMITED [BHEL], Hardwar area is selected for the proposed study by the
researcher.

HISTORICAL PERSPECTIVE OF BHEL

The previous name of BHEL was HEL. The full name of HEL was
Heavy Electrical(India) Limited was setup in Bhopal in August, 1956 with a
view to reach self sufficiency in industrial products and power equipment
for the industrialization of the country. For the development of power
equipment manufacture in India, Heavy Electrical (India) Limited
[HE(I)Ltd.], Bhopal was merged into Bharat Heavy Electrical Limited

(BHEL) in 1974. To meet the total demand of heavy electrical equipments,

BHEL established the following plants
- In 1963, Heavy Power Equipment Plants established in Hyderabad.
- In 1965, High pressure Boiler Plant, Tiruchy in Tamil Nadu.
- In 1967, Heavy Electrical Equipment Plant, Hardwar (UP).
There are two power equipments manufacturing plants situated in BHEL.
On the northern side Heavy Electricals Equipment Plant (HEEP) set up
originally with Soviet collaboration. The plant went into production in 1967
and is engaged in the manufacturing of power generation and utilisation
equipment and located immediately to the south of HEEP is the Central
Foundry Forge Plant (CFFP), set up with French collaboration for the
production of alloy steel casting and forgings required to complete the
production profile of BHEL. BHEL Hardwar has a large township spread
over 25 sq. kms. With over 6500 houses including hostel accommodation
equipped with all modern amenities. The management has also arranged
loans for the employees through various financial institutions to enable
them to build their own houses. Under this scheme a big township named
Shivalik Nagar has also come up within BHEL campus with all facilities.
All employees, their families and dependents are entitled to free medical
aid at the companys well equipped hospital and 8 dispensaries, located in
various sectors and in the indoor treatment facilities.
A Pollution Control Research Institute (PCRI) has also been setup within
the BHEL campus at Ranipur to provide services to government and
private agencies and to control industrial pollution with respect to air,

water, noise and solid wastes for reorienting itself to be more responsive
to customer need. Now BHEL is a core sector of the India economy viz.,
Power

Generation

and

Transmission,

Industry,

Transportation,

Telecommunication, Renewable Energy, Defence etc. The wide network

of BHELs 14 manufacturing divisions, four power sector, Regional centres
over 150 project sites, eight service centres, enables the company to
promptly serve its customers and provide them with suitable products,
systems and services efficiently and at competitive prices.
BHEL has already attained ISO 9000 certification for quality management,
and ISO 14001 certification from environment management.

OBJECTIVES OF THE STUDY

The present study is undertaken with the main objective of exploring
the effect of organizational culture on different variables such as
managerial effectiveness, leadership behaviour and work motivation for
understanding the difference in the opinion of middle and lower
management regarding the following variables.
The main objectives of the research are

To find out the relationship between organizational culture on

managerial effectiveness.

To find out the difference in the opinion of middle and lower

management regarding managerial effectiveness.

To find out the relationship between organizational culture on

leadership behaviour.

To find out the difference in the opinion of middle and lower

management regarding leadership behaviour.

To find out the relationship between organizational culture on work

motivation.

To find out the difference in the opinion of middle and lower

management regarding work motivation.

RESEARCH HYPOTHESIS
The process of establishing hypothesis is an important step in the
research process because any conceivable pertinent hypothesis is the
basis for tracing out the possible causes of problem. The following
hypothesis have been formulated in the research work are

There shall be a significant relationship between orgainsational

culture and managerial effectiveness.

There shall be a significant relationship between orgainsational

culture and leadership behaviour.

There shall be a significant relationship between orgainsational

culture and work motivation.

There shall be a significant difference between middle and lower

managerial cadre on managerial effectiveness.

There shall be a significant difference between middle and lower

managerial cadre on leadership behaviour.

There shall be a significant difference between middle and lower

managerial cadre on work motivation.

CONTENTS

CHAPTER 1. INTRODUCTION
1.1 About Organisation, BHEL, Hardwar
1.2 About The Study

CHAPTER 2. COMPANY PROFILE

2.1 BHEL An Overview
2.2 Summary of BHELs Contribution To Various Core Sectors
2.3 Plants of BHEL
2.4 About BHEL, Hardwar

CHAPTER 3. ORGANISATIONAL CULTURE

3.1 The Concept of Organisational Culture
3.2 Cultural Topologies
3.3 Cultures Function
3.4 Creating And Sustaining Culture
3.5 Culture As Mental Programming
3.6 Developing A Culture of High Performance
3.7 Developing A Culture of High Performance
An Integrated Research Perspective
3.8 Review of Literature

CHAPTER 4. MANAGERIAL EFFECTIVENESS

4.1 The Concept of Managerial Effectiveness

4.2 Effective Managers

4.3 Managerial Effectiveness And Organisational Goals
4.4 Review of Literature

CHAPTER 5. LEADERSHIP BEHAVIOUR

5.1 The Concept of Leadership
5.2 Importance of Leadership
5.3 Leadership Styles
5.4 Theoretical Perspective
5.5 Review of Literature

CHAPTER 6. WORK MOTIVATION

6.1 The Concept of Work Motivation
6.2 Importance of Motivation
6.3 Types of Motivation
6.4 Classification of Motivational Theories
6.5 Factors Affecting Motivation
6.6 Characteristics of Motivation
6.7 Review of Literature

CHAPTER 7. PRESENTATION, ANALYSIS AND

INTERPRETATION OF DATA
7.1 Research Methodology
7.2 Design And Construction of Questionnaire
7.3 Pilot Study

7.4 Procedure of Data Collection

7.5 Reliability And Validity
7.6 Method of Scoring
7.7 Evaluation And Assessment
7.8 Respondents Profile
7.9 Responses of The Respondents
7.10 Correlation Coefficient
7.11 Z-Test

CHAPTER 8. CONCLUSION
CHAPTER 9. SUGGESTIONS FOR FURTHER RESEARCH
REFERENCES
ANNEXURES

RESEARCH METHODOLOGY
Collection of Data The data for the present study have been drawn
both from primary and secondary sources. Primary data has been
obtained from personnel department and employees of BHEL, Hardwar
with the help of personal interview and structured questionnaire.
Secondary data include published and unpublished document from
organisation (BHEL, Hardwar). Various journals, periodicals, books and
manual reports are also taken into consideration while presenting this
research.
Analysis of Data For the present study simple random sampling
method was used. In the present study for the data processing sampling
techniques used the correlation coefficient, z-test, mean etc. For analysing
these sampling techniques, statistical software used like SPSS, Minitab,
Ms-Excel etc for the various calculations and graphs in the study.

10

BIBLOGRAPHY
BOOKS

1.

Hatch, M.J. (October 1993), The dynamics of organisational

culture. Academy of management Review.

2.

Gastilo, J. (August 1994), A Meta-Analytic Review of the

Productivity and Satisfaction of Democratic and Autocratic Leadership.

McGraw Hill.
3.

Fred Luthans (1995), Organisational Behaviour. McGraw Hill.

4.

Herzberg,

Frederick,

Bernard

Mausner

and

Barbara

Bloch

Snyderman (1959), The Motivation to Work. New York: John Wiley and
Sons.
5.

Knootz, H. and Donnel, C. (1972), Principle of Management. New

York: McGraw Hill Book Company.

6.

White, D.D. and Bednar, D.A. (1986), Organisational Behaviour

Understanding and Managing People at work. Boston: Allyn and Baco.

JOURNALS

1.

Management Review Indian Journal of Management , Banglore,

(Dec 2001).
2.

Hofstede, Geert (1989) Organising for cultural diversity, European

Management Journal.
3.

Hofstede, Geert (1986) Cultural differences in teaching and

learning, International journal of intercultural Relations.

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4.

IJTDC (Indian Journal of Training and Development) Quaterly

Journal of Indian society for Training and Development. Vol. XXIX, No. 4,
(Oct Dec 1999).

WEBSITES VISITED hptt ://

1.

www.bhel.com

2.

www.google.com.

3.

www.informs.org

4.

www.top-education.com

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A STUDY OF ORGANISATIONAL CULTURE IN RELATION TO MANAGERIAL

EFFECTIVENESS, LEADERSHIP BEHAVIOUR AND WORK MOTIVATION
(A Case Study of BHEL, Hardwar)

SYNOPSIS OF THE THESIS

SUBMITTED TO

CH. CHARAN SINGH UNIVERSITY, MEERUT

FOR THE AWARD OF THE DEGREE OF

DOCTOR OF PHILOSOPHY
IN
COMMERCE

SUPERVISOR:

SUBMITTED BY:

Dr. J. P. SINGHAL
KAMAL PANT
Reader
Scholar
Department of Commerce and
College,
Business Administration
Saharanpur

Research
J. V. Jain (P.G.)

13

J. V. Jain (P.G.) College,

Saharanpur

2008

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